ULMA Architectural Solutions: A Case from the Mondragon Cooperative Group

Uzuriaga, Aitziber Arregi; Freundlich, Frederick; Gago, Mónica

doi:10.1108/s0885-333920180000018009

Cited by 3 publications

(1 citation statement)

References 49 publications

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“…Other authors have delved into specific aspects that have been considered key to MONDRAGON's success, such as inter-cooperation (Arando and Arenaza, 2018), workers' participation (Cheney, 2002;Azkarraga et al, 2012;Arregi et al, 2018Arregi et al, , 2022, social transformation (Schlemer et al, 2018), governance (Imaz et al, 2022), financial performance (Herce, 2022), internationalisation of co-operatives (Luzarraga and Irizar, 2012;Errasti et al, 2016;Bretos and Errasti, 2017;, resilience of co-operatives (Elortza et al, 2012) and their viability (Errasti et al, 2016;Basterretxea et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Country study on drivers and barriers for employee ownership: the case of MONDRAGON group

Arando-Lasagabaster,

Herce-Lezeta

2023

JPEO

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PurposeThis article analyses how the MONDRAGON Group has overcome the barriers that the literature identifies in the creation of employee owned companies (Mygind and Poulsen, 2021), and how it has managed to grow over the last few decades.Design/methodology/approachTo this end, based on an analysis of the legislative framework and the internal documentation of the MONDRAGON Group and its cooperatives, the case of what is often considered the most successful and highly developed network of co-operative firms is studied.FindingsThe study leads us to conclude that MONDRAGON has had sufficient capacity to overcome the barriers faced by worker-owned companies and has known how to adapt to the economic and social demands of each moment, despite the fact that at certain times it has had to act flexibly in its principles.Research limitations/implicationsThe work is limited to the analysis of the Group's internal documentation. It would be interesting to complement this vision with the perceptions of MONDRAGON's partners.Practical implicationsThe MONDRAGON Group's study can show other cooperative experiences what the keys to success are.Originality/valueMONDRAGON has been analysed from different perspectives, but how it has overcome the specific barriers presented by employee-owned companies has not been specifically studied. This perspective makes it possible to identify some of the group's success factors.

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Section: Introductionmentioning

confidence: 99%

Country study on drivers and barriers for employee ownership: the case of MONDRAGON group

Arando-Lasagabaster,

Herce-Lezeta

2023

JPEO

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Operationalizing critical success factors of employee ownership using principles of learning management

Whitcomb,

Shipper

2024

International Review of Applied Economics

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Diferencia en las percepciones sobre las prácticas de gestión de personas entre mano de obra directa e indirecta. Estudio de caso de una cooperativa de MONDRAGON

2022

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El principal objetivo de la presente investigación es analizar, basándose en la teoría AMO, las diferencias en las percepciones de las personas trabajadoras de mano de obra directa e indirecta con respecto a las prácticas de gestión de personas implantadas en una cooperativa de MONDRAGON. La literatura académica ha prestado poca atención a cómo perciben las personas trabajadoras las prácticas de gestión de personas en las cooperativas teniendo en cuenta la variable del tipo de mano de obra (directa e indirecta). El análisis se ha realizado mediante un estudio de caso, combinando el enfoque cuantitativo y cualitativo. Los resultados de la investigación muestran que, en el seno de una misma cooperativa y en lo que a las prácticas de gestión de personas se refiere, existen diferencias significativas en las percepciones de las personas trabajadoras de mano de obra directa e indirecta. Ello se debe a las diferentes características, trabajos y/o tareas que desarrollan ambos colectivos, lo que se traduce en comportamientos y percepciones diferentes. El presente estudio pretende servir a las organizaciones, y sobre todo a los departamentos de gestión de personas de las mismas, como input de reflexión sobre cómo se aproximan a las personas trabajadoras y cómo tienen diseñados sus procesos de gestión de personas, animándolas a personalizar las mismas según el tipo de mano de obra.

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ULMA Architectural Solutions: A Case from the Mondragon Cooperative Group

Cited by 3 publications

References 49 publications

Country study on drivers and barriers for employee ownership: the case of MONDRAGON group

Country study on drivers and barriers for employee ownership: the case of MONDRAGON group

Operationalizing critical success factors of employee ownership using principles of learning management

Diferencia en las percepciones sobre las prácticas de gestión de personas entre mano de obra directa e indirecta. Estudio de caso de una cooperativa de MONDRAGON

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