dc.contributor.author | Storey, John | |
dc.contributor.author | Basterretxea Markaida, Imanol | |
dc.contributor.author | Salaman, Graeme | |
dc.date.accessioned | 2014-10-21T06:17:43Z | |
dc.date.available | 2014-10-21T06:17:43Z | |
dc.date.issued | 2014-09 | |
dc.identifier.citation | Organization 21(5) : 626-644 (2014) | es |
dc.identifier.issn | 1350-5084 | |
dc.identifier.uri | http://hdl.handle.net/10810/13408 | |
dc.description.abstract | Employee-owned businesses have recently enjoyed a resurgence of interest as possible ‘alternatives’ to the somewhat tarnished image of conventional investor-owned capitalist firms. Within the context of global economic crisis, such alternatives seem newly attractive. This is somewhat ironic because, for more than a century, academic literature on employee-owned businesses has been dominated by the ‘degeneration thesis’. This suggested that these businesses tend towards failure – they either fail commercially, or they relinquish their democratic characters. Bucking this trend and offering a beacon - especially in the UK - has been the commercially successful, co-owned enterprise of the John Lewis Partnership (JLP) whose virtues have seemingly been rewarded with favourable and sustainable outcomes. This paper makes comparisons between JLP and its Spanish equivalent Eroski – the supermarket group which is part of the Mondragon cooperatives. The contribution of this paper is to examine in a comparative way how the managers in JLP and Eroski have constructed and accomplished their alternative scenarios. Using longitudinal data and detailed interviews with senior managers in both enterprises it explores the ways in which two large, employee-owned, enterprises reconcile apparently conflicting principles and objectives. The paper thus puts some new flesh on the ‘regeneration thesis’. | es |
dc.description.sponsorship | This research was funded in part by the UK Economic & Social Research Council (ESRC) with an award to Prof John Storey for the project “A Better Way of Doing Business? Lessons from the John Lewis Partnership”. Award number: ES/K000748/1. | es |
dc.language.iso | eng | es |
dc.publisher | George Cheney, Iñaki Santa Cruz, Ana Maria Peredo and Elías Nazareno | es |
dc.rights | info:eu-repo/semantics/openAccess | es |
dc.subject | Alternatives in recession | es |
dc.subject | cooperatives | es |
dc.subject | degeneration thesis | es |
dc.subject | Mondragon | es |
dc.subject | Mutuals | es |
dc.subject | employee-owned firms | es |
dc.subject | John Lewis Partnership | es |
dc.subject | regeneration thesis | es |
dc.subject | Eroski | es |
dc.title | Managing and resisting ‘degeneration’ in employee-owned businesses: a comparative study of two large retailers in Spain and the UK | es |
dc.type | info:eu-repo/semantics/article | es |
dc.rights.holder | © The Author(s)2014 | |
dc.relation.publisherversion | http://org.sagepub.com/content/21/5/626.abstract | es |
dc.identifier.doi | 10.1177/1350508414537624 | |
dc.departamentoes | Economía financiera II | es_ES |
dc.departamentoeu | Finantza ekonomia II | es_ES |
dc.subject.categoria | BUSINESS, MANAGEMENT AND ACCOUNTING | |
dc.subject.categoria | STRATEGY AND MANAGEMENT | |
dc.subject.categoria | MANAGEMENT OF TECHNOLOGY AND INNOVATION | |