Alternatives to Bureaucracy: Democratic Participation In The Economy

Managing Democracy in Social Movement Organizations

“…Such was the case for German environmental groups in the 1980s and 1990s, many of whom found themselves caught between the grassroots' demands of their members, and the new requirements for professionalization within postunification Germany (Markham, 2008; see also Shaiko, 1999). In other cases, the explicit selection of messier democratic forms generates a host of subsequent problems, not the least of which are seemingly endless meetings (Rothschild & Russell, 1986). Importantly, however, while some groups find professionalization inevitable, and others remain stalwart in their commitment to participatory democracy at any cost, many organizations select a middle path that involves managing the competing tensions between democratic forms and organizational efficiency.…”

“…Such commitments are difficult to sustain, especially if bureaucracy formalizes leadership in ways that engender oligarchy (Ferree & Martin, 1995;Freeman, 1972;Giugni, McAdam, & Tilly, 1999;Lee, 2007). Efforts to balance formalism and collectivism have met with various levels of success (Bordt, 1997;Ganz, 2000;Rothschild & Russell, 1986) and have been the subject of sometimes contradictory studies (Milkman & Voss, 2004;Rucht, 1999;Voss & Sherman, 2000).…”

“…Social movement scholars note a steady emphasis on inclusion and consensus in the groups they study (Ferree & Martin, 1995;Polletta, 2002Polletta, , 2006. Groups preferring inclusive strategies often lack political and economic resources, relying instead on the strength of their claims and the validity of their organizational processes to establish and maintain legitimacy (Rothschild & Russell, 1986). However, rising expectations -from both individual members and the public -pressure most organizations to demonstrate efficiency (Meyer & Rowan, 1977).…”

From Grameen Bank Micro-credit to Social Business to Social Economy-detail Proposal: A Case Study: Compare and Contrast Bangladesh and Canada

“…Therefore Yunus, Quarter, Hall, Polany, and Putnam's (1996) idea of social business is not a utopian dream, but a viable alternative to organizing economic enterprises. [26,33,35]. Muhammad Yunus (2010) wrote a book on his new ideas called 'Building Social Businesses (2010) that talks about his hybrid social business Grameen Danone-a low cost fortified vitamin Yogurt project that addresses the issue of rural child malnutrition, Grameen Veolia Water-a social R &D project to address the crisis of poor drinking water and Grameen Mosquito-chemically treated nets for preventing mosquito bites.…”

La diversité du rapport salarial dans le troisième secteur

“…On s'est ainsi inté-ressé à la satisfaction au travail dans les coopératives de travail (Oliver, 1984(Oliver, et 1987Rothschild et Russell, 1986;RothschildWhitt et Whitt, 1986;Comeau, 1993Comeau, et 1993Comeau, -1994, à l'organisation du travail dans les entreprises d'économie sociale européen-nes (Westenholz, 1982;Sainsaulieu, Tixier et Marty, 1983;Mellor, Hannah et Stirling, 1987), aux relations de travail (Sainsaulieu, Tixier et Marty, 1983;Lévesque, 1991;Paquet, Deslauriers et Sarrazin, 1999), aux conditions de travail (Paquet, Favreau et collab., 2000;Bourdon, Deschenaux et Coallier, 2000) et à l'implication des travailleurs sociétaires (Mellor, Hannah et Stirling, 1987 (Touraine, 1993, p. 59). Dans cette perspective, la composante institutionnelle privilégie les rapports entre les acteurs afin de reconnaître les pressions politiques qui agissent sur et dans le rapport salarial.…”