The challenges of managing across borders in worker cooperatives: Insights from the Mondragon cooperative group

Bretos, Ignacio; Errasti, Anjel

doi:10.1016/j.jcom.2018.04.001

Cited by 25 publications

(29 citation statements)

References 51 publications

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“…As we have seen, international growth can transform cooperatives into 'coopitalist' hybrids (Bretos and Errasti 2018) composed of a cooperative nucleus (parent company) and a capitalist periphery (subsidiaries) in which non-owner workers are deprived of the rights and benefits of cooperative membership. To meet global market requirements, cooperatives may be compelled to put greater power into the hands of technocratic management at the expense of workers' control and rank-and-file participation, leading to the consolidation of oligarchic trends.…”

Section: Discussionmentioning

confidence: 99%

“…Before its collapse it employed nearly 11,000 workers at 18 plants across Spain, France, China, Poland, Morocco, andItaly (Errasti et al 2016, 2017). Ederlan, a leading supplier to the automotive industry employing about 3,800 workers at 18 production settlements in Spain, Mexico, China, Brazil, and Slovakia, came into being in 1963 and today stands out as one of MCC's most active cooperatives in terms of the design and implementation of regeneration initiatives, including the conversion of capitalist subsidiaries into cooperatives at the domestic level Errasti 2016, 2017), and some efforts to introduce the cooperative model in its foreign subsidiaries (Bretos et al 2018(Bretos et al , 2019. Maier was founded in 1975 and specializes in the manufacturing of automobile plastic components and injection moldings.…”

Section: Empirical Contextmentioning

confidence: 99%

“…What is more, no Mondragon foreign subsidiary has been converted to a cooperative or comprehensively introduced the range of management and employment practices associated with the cooperative model. The reasons preventing the cooperativization of foreign plants are complex and varied (for a detailed analysis, see Flecha and Ngai 2014, Bretos et al 2018, Bretos et al 2019. Our informants often emphasized the fact that in the destination country either no cooperative legislation has been developed, or the legislation in place bears no similarity to that of the Basque Country.…”

Section: Design and Development Of Regeneration Initiatives (2005 Onwmentioning

confidence: 99%

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Is there life after degeneration? The organizational life cycle of cooperatives under a ‘grow‐or‐die’ dichotomy

Bretos

Errasti

Servós

2019

Ann Public Coop Econ

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This article provides an in-depth, longitudinal analysis combining real-time and retrospective data on a set of Mondragon's industrial cooperatives that are organized as international groups. We examine the life cycle of these international cooperative groups, which is expected to evolve differently to that of small-and mediumsized cooperatives that operate exclusively on a local scale. The article is theoretically informed by the cooperative life cycle theory, as well as by recent insights from the degeneration and regeneration theses. Our analysis yields an intricate picture of the evolution of cooperatives faced with a 'grow-or-die' dichotomy. On the one hand, our findings reject the highly simplistic and deterministic view of the degeneration thesis by demonstrating that these cooperatives can mobilize resources to revitalize cooperative values and practices. On the other, we find that regeneration may not occur in a consistent, sequential fashion as the previous literature suggests, but rather degenerative and regenerative tendencies can occur simultaneously, even leading to long-lasting, unresolvable situations. In light of this, the article asks future research to draw on power-aware and politically informed approaches for further understanding of how cooperatives manage the tensions at each organizational stage of their life cycle, and of which organizational actors benefit, and how, from reversing some degenerative tendencies while maintaining others intact.

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Section: Discussionmentioning

confidence: 99%

Section: Empirical Contextmentioning

confidence: 99%

Section: Design and Development Of Regeneration Initiatives (2005 Onwmentioning

confidence: 99%

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Is there life after degeneration? The organizational life cycle of cooperatives under a ‘grow‐or‐die’ dichotomy

Bretos

Errasti

Servós

2019

Ann Public Coop Econ

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“…• Ignacio Bretos et. al., explored the challenges faced by worker cooperatives at multinational horizon [13]. The judgement is deduced by analysis of capitalist and cooperative strategies.…”

Section: Literature Reviewmentioning

confidence: 99%

Review on Project Management Functions and Cost Management Processes for Dairy Cooperatives

Annapoorna¹,

Kumar²

2019

JOM

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Project Management deals with methodologies for managing projects through an integrated approach. Knowledge, skills, tools and techniques are applied to meet project requirements. The phases include initiation, planning, execution, controlling and closing. Each phase implements relevant processes such as strategy formulation, planning, managing execution, analysing results and suggesting corrective steps. The development of project plan initially defines the scope of the project along with cost, resources, timeline, quality and procurement plans. The baselines and performance measures are essential for appropriate working of the project. The schedule and cost form integral part of planning. Cost management constitute one of the major components of project management. The processes involved in project cost management are cost management planning, cost estimation, cost budgeting and cost control.A transformation in society is initiated through cooperative programs. The socioeconomic conditions are the basis for introducing changes. Typical projects in cooperative sectors are setting up cooperatives, initiatives for enhancing growth, expansion of society, diversification of business, training & development and projects in specific governmental programs. It is required to promote research activities for higher efficiency and performance in management functions. A structured approach is necessary for cooperative organizations engaged in dairy production and processing. In this paper, an attempt has been made to investigate the project management functions and cost management processes across cooperatives. In particular, dairy cooperatives have been analysed to identify well-designed notion.

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“…La DG per la Vigilanza sugli Enti Cooperativi, sulle Società e sul Sistema Camerale monitora le procedure di revisione30 Pagina web del Ministero dello Sviluppo Economico: https://www.mise.gov.it/index.php/it/incentivi/impresa/creditod-imposta-quotazione-pmi31 Manuale di Legacoop Emilia-Romagna sulle forme cooperative (edizione 2010): http://www.legacoop.re.it/allegati/ManualeCooperativa2001English_100930051706.pdf32 Pagina web di Borsa Italiana: https://www.borsaitaliana.it/homepage/homepage.htm…”

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La dimensione territoriale della produttività nelle cooperative italiane

2021

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Questo rapporto è stato realizzato nell'ambito del programma per l'Occupazione e lo Sviluppo Economico Locale (LEED) del Centro OCSE per l'imprenditorialità, le PMI, le Regioni e le Città (CFE), diretto da Lamia Kamal-Chaoui. È stato scritto da Mattia Corbetta (coordinatore di progetto), Alexandra Tsvetkova e Wessel Vermeulen, sotto la supervisione di Alessandra Proto, responsabile del Centro OCSE di Trento per lo Sviluppo Locale. L'OCSE ringrazia il Ministero dello Sviluppo Economico italiano per aver dato l'impulso all'analisi sul tema quanto mai importante della produttività nelle cooperative italiane. Un ringraziamento particolare spetta a Benedetta Francesconi (Direzione Generale per la Politica Industriale, l'Innovazione e le PMI), che ha seguito da vicino l'attuazione del progetto fornendo indicazioni strategiche di grande utilità. I suoi colleghi Marielda Caiazzo e Paolo Carnazza hanno condiviso preziosi spunti e commenti. L'Istituto Europeo di Ricerca sull'Impresa Cooperativa e Sociale (EURICSE), che è partner dello Spatial Productivity Lab dell'OCSE, ha contribuito al rapporto fornendo fonti statistiche e di letteratura, nonché commenti approfonditi. Gli scambi e la collaborazione con i ricercatori Chiara Carini e Eddi Fontanari, che vantano una conoscenza avanzata della materia, sono stati determinanti per corroborare la metodologia per la misurazione della produttività e per comprendere più a fondo il contesto cooperativo italiano. Questa collaborazione strategica è stata coordinata da Riccardo Bodini, direttore di EURICSE, e Alessandra Proto.Le unità di promozione e i centri di ricerca delle tre principali federazioni nazionali di rappresentanza del movimento cooperativo italiano (Confcooperative, Legacoop e AGCI) hanno offerto preziose indicazioni e commenti rilevanti sin dalle prime fasi: il loro contributo è stato indispensabile per questo progetto. Gli autori sono inoltre grati i colleghi del CFE Amal Chevreau, Sweekrity Goyal e Antonella Noya (Unità Economia Sociale e Innovazione), Rudiger Ahrend (Capo della Divisione Analisi Economica, Dati e Statistiche) e Karen Maguire (Capo della Divisione Occupazione Locale, Competenze e Innovazione Sociale), così come Nadim Ahmad (Vice Direttore del CFE) e Andrew Paterson (Consigliere Senior del Direttore del CFE), per i loro utili suggerimenti. Infine, gli autori ringraziano Elisa Campestrin e Roberto Chizzali (Centro OCSE di Trento) per l'assistenza editoriale e per il contributo alla traduzione.

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The challenges of managing across borders in worker cooperatives: Insights from the Mondragon cooperative group

Cited by 25 publications

References 51 publications

Is there life after degeneration? The organizational life cycle of cooperatives under a ‘grow‐or‐die’ dichotomy

Is there life after degeneration? The organizational life cycle of cooperatives under a ‘grow‐or‐die’ dichotomy

Review on Project Management Functions and Cost Management Processes for Dairy Cooperatives

La dimensione territoriale della produttività nelle cooperative italiane

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