Introduction: Principal Problems and General Development of Cooperative Enterprise

Battilani, Patrizia; Schröter, Harm G.

doi:10.1017/cbo9781139237208.001

Cited by 13 publications

(13 citation statements)

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“…As previously explained, the original purpose around which a CME was created serves as a unifying force for its members and is a critical parameter of CME survival. If a CME loses sight of its purpose, or if the purpose is no longer relevant, the business will be at risk of degeneration and demutualisation (Battilani and Schröter, 2012). This is a challenge that faces most CMEs over their lifecycle and requires boards and senior management to periodically review their business models or risk decline (Cook, 1995).…”

Section: Discussionmentioning

confidence: 99%

“…CMEs also face challenges in creating a common sense of purpose for members that have differing and, at times, competing needs (Battilani and Schröter, 2012). While the unique relationship CMEs have with their members as customers and owners of the organisation is a key competitive advantage and a major reason for their resilience (Briscoe and Ward, 2000;Jussila et al, 2012), it can also introduce significant challenges.…”

Section: Challenges In Aligning Member Value Proposition With Cme Purmentioning

confidence: 99%

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The member wears Four Hats: A member identification framework for co-operative enterprises

Limnios

Mazzarol

Soutar

et al. 2018

Journal of Co-operative Organization and Management

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Cooperative and mutual enterprises (CMEs) are organisations in which buyers or suppliers are also the owners, shareholders and members of a community of purpose. Member heterogeneity and commitment have been reported in the literature, but the drivers of member commitment remain poorly understood. This paper proposes that members identify with their CME as patrons, investors, owners, and community members; wearing "Four Hats" (4Hs). A case study analysis of three Australian producer cooperatives examined directors and managers perceptions of factors influencing members' commitment and delivery of a member value proposition. The 4Hs emerge as stable patterns and the cross-case analysis illustrates their strategic importance and link to member value proposition.

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Section: Discussionmentioning

confidence: 99%

Section: Challenges In Aligning Member Value Proposition With Cme Purmentioning

confidence: 99%

The member wears Four Hats: A member identification framework for co-operative enterprises

Limnios

Mazzarol

Soutar

et al. 2018

Journal of Co-operative Organization and Management

View full text Add to dashboard Cite

show abstract

“…This typically has both an economic and social aspect (MacPherson, 2012). Further, if the CME loses sight of its purpose it can be at risk of degeneration and demutualisation (Battilani & Schröter, 2012).…”

Section: Cmes As a Distinct Business Modelmentioning

confidence: 99%

“…As noted earlier, the purpose for which the CME was created guides the enterprise and is its raison d'être and primary strategic goal. It should be focused on both economic and social objectives (MacPherson, 2012), and any loss of focus on the purpose can place the CME at risk of degeneration and demutualisation (Battilani & Schröter, 2012). It is important to identify the CME's purpose during its establishment as it assists with keeping the members engaged (Shah, 1996), and in fostering shared identity and values (Nelson et al, 2016).…”

Section: Purposementioning

confidence: 99%

Developing a conceptual framework for the co-operative and mutual enterprise business model

Mazzarol

Clark

Reboud

et al. 2018

Journal of Management & Organization

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The co-operative and mutual enterprise business model represents a unique type of organisation that has a dual purpose focused on both economic and social goals. For nearly two centuries it has played an important role in economic development, job creation and addressing market failures. However, despite its potential importance to economic development it has been largely ignored within the mainstream economics and management literature. This paper provides an overview of the nature of the co-operative and mutual enterprise business model and also proposes a business model framework or ‘canvas’ that can be used for research, teaching and strategic analysis.

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“…18 As for cooperation outside Europe, most of the literature seems to rally behind various interpretations of the view that from 'Europe cooperative ideas spread all over the world'. 19 Reading back cooperatives to their supposed, European essential types, a form of fixation with origins against which Marc Bloch warned many years ago, runs the risk of oversimplifying historically complex processes of adaptation. 20 Further, and even more academically unsound, the diffusionist theory deprives other regions of autonomous developments, omitting in the process connections that de facto bypassed Europe, as in the case of Indian influence on West African legislation and practice, as shown below.…”

Section: Introductionmentioning

confidence: 99%

Imperial cooperative experiments and global market capitalism,c.1900–c.1960

Kamenov

2019

Journal of Global History

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Concentrating on the connection between the cooperative movements in colonial India and Ghana, the article has two aims. First, it counters the diffusionist story portraying the cooperative institution as indigenous to Europe, from where it was exported to the rest of the world. Second, it draws attention to the contribution and overall importance of cooperatives in the global market economy. Pursuing these two aims, and following a review of the existing literature, the article discusses the development of the cooperative movement in British India between 1900 and 1950. It then turns to the global establishment of the Indian experience as a role model for other colonial regions, notably West Africa. The article then considers the practical implementation of cooperatives in the Gold Coast and Ashanti (both now in Ghana) around 1930, and their development until 1955. Finally, based on the two main cases, as well as on the Cooperative Wholesale Society in Britain, it explores the economic function of cooperatives beyond national particularities, and tentatively analyses the relation of the institution to the broader forces of capitalism.

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Introduction: Principal Problems and General Development of Cooperative Enterprise

Cited by 13 publications

References 0 publications

The member wears Four Hats: A member identification framework for co-operative enterprises

The member wears Four Hats: A member identification framework for co-operative enterprises

Developing a conceptual framework for the co-operative and mutual enterprise business model

Imperial cooperative experiments and global market capitalism,c.1900–c.1960

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