Social Co-operatives: When Social Enterprises Meet the Co-operative Tradition

Defourny, Jacques; Nyssens, Marthe

doi:10.5947/jeod.2013.008

Cited by 30 publications

(51 citation statements)

References 20 publications

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“…Many cooperative models therefore are also missionled or social enterprises, and boundaries between these labels are further blurred as some`social cooperative' formats commit their enterprise explicitly to a specific social venture. 41 The traditional social roots of the cooperative movement remain influential, though cooperatives have also developed a greater commercial presence, and a distinctly economic role in developing a`cooperative economy'. 42…”

Section: Co-ownership and Cooperationmentioning

confidence: 99%

Beyond the Shareholder Corporation: Alternative Business Forms and the Contestation of Markets

Boeger

2018

Journal of Law and Society

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This article considers various, established and emerging, alternative business forms that differ categorically from the traditional corporation in terms of their governance, objectives, and/or ownership structures, including mission‐led businesses, social enterprises, cooperatives, and co‐owned firms. Notwithstanding their considerable diversity, the underpinning pattern of these alternatives points towards a stakeholder model of corporate governance that commits the firm to generating value by maximizing the positive impact on its (internal and external) stakeholders while limiting negative impacts, with trade‐offs carefully balanced against each other. Through these commitments, the firm internalizes a process of democratic contestation: a procedure to mediate the different interests of these market actors is incorporated directly into the structure of the firm, through procedural mechanisms embedded within its internal constitution.

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Section: Co-ownership and Cooperationmentioning

confidence: 99%

Beyond the Shareholder Corporation: Alternative Business Forms and the Contestation of Markets

Boeger

2018

Journal of Law and Society

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“…However, in case of the latter, consequences are even more serious as they affect also multiple stakeholders, whose well-being depends on the (public/social) value that the social enterprise provides. Literature acknowledges social enterprises for their role in offering solutions and alleviating the social, ecological and economic problems that are overlooked, disregarded or unsuccessfully addressed by governments, private sector or civil society organizations (Mair & Martí, 2006;Elkington & Hartigan, 2008;Muscat & Whitty, 2009;Zahra et al, 2009;Smith & Woodworth, 2012;Defourny & Nyssens, 2013). Generally, failure in social enterprises is divided into "financial failure" and "mission drift" (Dart, 2004;Bielefeld, 2007, p. 79), which makes failure of any organisation within third sector is difficult to conceptualize.…”

Section: Social Entrepreneurs and Failurementioning

confidence: 99%

Exploring Failure Among Social Entrepreneurs – Evidence From Poland

Wronka-Pośpiech

2018

IJCM

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Entrepreneurial failure and exit are critical components of the venturing process of social entrepreneurs. Failing and abandoning the pursuit of opportunities that seek to create social good affect also multiple stakeholders, whose well-being depends on the (public/social) value that the social enterprise provides. Given the nature of social entrepreneurship, this type of entrepreneur may present essential dissimilarities with their traditional counterpart in the way they cope with potential failure and exit. Because of the fact that researching failure in the context of SE is rather new, this paper uses a qualitative approach and bases on semi-structured interviews as a research method. With a lack of academic and case-based research on social enterprises that have failed, the goal of this research paper is to investigate and report on the underlying reasons why social entrepreneurs fail and to provide some insights into why talking about failure is beneficial to both current and future social entrepreneurs.

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“…Consumer, producer, worker-owned, multi-stakeholder and social co-operatives (Defourny 2010;Defourny and Nyssens 2013) are examples of the different governance models present in the socio-institutional and market spaces.…”

Section: A Literature Analysis Of the Dialogic Orientation Of Co-opermentioning

confidence: 99%

When Democratic Principles are not Enough: Tensions and Temporalities of Dialogic Stakeholder Engagement

et al. 2017

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1 When democratic principles are not enough:Tensions and temporalities of dialogic stakeholder engagement AbstractStakeholder engagement and dialogue have a central role in defining the relations between organisations and their internal and external interlocutors. Drawing upon the analysis of dialogic motifs, power-conflict dynamics and socio-political perspectives, and based on a set of interviews with the stakeholders of a consumer-owned co-operative, the research explores the dialogic potential of stakeholder engagement. The analysis revealed a fragmented picture where the co-design and co-implementation aspects were mainly related to the non-business areas of co-operative life, while business logic dominated the most central aspects. Stakeholder engagement was mainly related to consensus building, while dialogic engagement based on a pluralistic understanding was only partially considered and then neglected. The social capital in the local area, the growing size of the organisation and the related power structure embrace stakeholder engagement, influencing the orientation of the (un)dialogic dynamic. The analysis indicates that a dialogic exchange is a relative concept which depends on the interests involved and the topics discussed. It also reveals that the key factors in the democratisation of stakeholder engagement are a mutual understanding and long-term opportunities. Common sociopolitical aspects are also important, but they do not necessarily guarantee the creation of dialogism paths. The research contributes to the critical dialogic literature in revealing whether and how stakeholder engagement has been implemented in a specific setting. It also shows the limitations of voluntarist stakeholder engagement initiatives.

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Social Co-operatives: When Social Enterprises Meet the Co-operative Tradition

Cited by 30 publications

References 20 publications

Beyond the Shareholder Corporation: Alternative Business Forms and the Contestation of Markets

Beyond the Shareholder Corporation: Alternative Business Forms and the Contestation of Markets

Exploring Failure Among Social Entrepreneurs – Evidence From Poland

When Democratic Principles are not Enough: Tensions and Temporalities of Dialogic Stakeholder Engagement

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