New frontiers in democratic self-management

RIDLEY-DUFF, Rory (2012). New frontiers in democratic self-management. In: MCDONNELL, D. and MACKNIGHT, E., (eds.) The co-operative model in practice. Glasgow, Co-operative Education Trust Scotland, 99-118.

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Abstract

This book chapter develops an argument on the way legal forms for co-operative enterprise are designed to meet the needs of members. In developing a critique of the investor-owned firm, the role of legal membership and its link to legal identity in establishing a co-operative enterprise are evaluated. The purpose is to distinguish conceptually between common ownership, joint ownership and co-ownership, and their potential influence on future co-operative development. It is argued that the mediation of business purpose and social identity through the choice of legal form influences the power and wealth sharing arrangements of a co-operative enterprise. Furthermore, the emergence of social enterprise has challenged co-operative models based on common ownership by a single stakeholder to produce hybrid models that express co-operative values and principles in new ways.

Item Type:	Book Section
Additional Information:	Part of a collection of essays on implementations of the co-operative enterprise model.
Research Institute, Centre or Group - Does NOT include content added after October 2018:	Sheffield Business School Research Institute > People, Work and Organisation
Departments - Does NOT include content added after October 2018:	Sheffield Business School > Department of Management
Page Range:	99-118
Depositing User:	Rory Ridley-Duff
Date Deposited:	24 Jun 2013 08:36
Last Modified:	18 Mar 2021 14:01
URI:	https://shura.shu.ac.uk/id/eprint/7104

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