Stakeholder democracy: Redesigning the governance of firms and bureaucracies

Turnbull, Shann

doi:10.1016/1053-5357(94)90007-8

Cited by 86 publications

(70 citation statements)

References 17 publications

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“…The objective in designing a governance system, therefore, changes. Rather than focussing on developing the skills of a unitary board, "best practice" is re-oriented towards the integration and synthesis of devolved power centres through carefully crafted governance systems to allow conflicts to surface and be resolved through co-operative debate between the competing parties (Turnbull, 1994(Turnbull, , 1995Tam, 1999;Bull, 2006).…”

Section: Discussionmentioning

confidence: 99%

“…It is here that the work of Turnbull (1994Turnbull ( , 1995 is most enlightening (see Figure 2). His analysis of the governance model in use throughout the Mondragon Cooperative Corporation 9 is grounded in the finding that power is distributed to three distinct interest groups: those pursuing social and family interests (workers), those engaged in governing practices (governors), those organising production practices (managers).…”

Section: This Flexibility Is Reflected In the Definition Used By The mentioning

confidence: 93%

“…The works of Billis (1993) and Turnbull (1994Turnbull ( , 1995 sees social enterprise as a sub-set of the social economy. In its place is a model that not only accommodates trading for a charitable purpose, but also corporate social responsibility and public sector enterprise.…”

Section: This Flexibility Is Reflected In the Definition Used By The mentioning

confidence: 99%

“…Dunlop identified three groups (workers, employers and community institutions) that compete to influence workplace practices and the system of rules that govern them. Turnbull (1994) illustrates how these groups share power internally at Mondragon. The sovereign power of a unitary board is replaced by a General Assembly (with all stakeholders as members).…”

Section: This Flexibility Is Reflected In the Definition Used By The mentioning

confidence: 99%

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Social enterprise as a socially rational business

Ridley-Duff

2008

International Journal of Entrepreneurial Behavior &Amp; Research

117

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Purpose: This paper examines the discourses that influence policy and practice in social enterprises. In institutional circles, arguments are shaped by the desire to protect assets for the community, while entrepreneurial discourses favour a mixture of investment sources, surplus sharing and inclusive systems of governance. A critique is outlined that challenges policy-makers and academics to move beyond the heated debate on "business-like" activity through a deeper understanding of the social relations entered into (and created by) different social entrepreneurial activities.Design/Methodology/Approach: The paper is wholly theoretical. Firstly, contradictions are exposed through a review of practitioner and scholarly literature. Thereafter, empirically grounded studies are used to develop a theoretical model that accommodates and accounts for diverse practices. A broader perspective, that views human behaviour as a product of, and support system for, our socio-sexual choices, is deployed to extend understanding of social capital. By integrating this into governance theory, workplaces come to be seen as complex centres of community-building replete with economic and social goals. The concept of "social rationality" is elaborated as an alternative way to understand the legitimacy of social entrepreneurial activity and management practice.Originality/Value: The paper concludes by developing a framework and typology that theorises social enterprise as a heterogeneous business movement. Each form of social enterprise integrates socially rational thinking into its policies and practices. This suggests a different educational agenda for social entrepreneurs oriented towards the equitable distribution, and not accumulation, of social and economic capital.

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Section: Discussionmentioning

confidence: 99%

Section: This Flexibility Is Reflected In the Definition Used By The mentioning

confidence: 93%

Section: This Flexibility Is Reflected In the Definition Used By The mentioning

confidence: 99%

Section: This Flexibility Is Reflected In the Definition Used By The mentioning

confidence: 99%

See 2 more Smart Citations

Social enterprise as a socially rational business

Ridley-Duff

2008

International Journal of Entrepreneurial Behavior &Amp; Research

117

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“…Ideas to achieve the latter goal comprise suggestions to increase the complexity of corporate governance structures by raising the number of corporate boards (Pirson and Turnbull, 2011;Turnbull, 1994) and to create novel instances such as 'stakeholder liaison groups' (Tricker, 2011) on the one hand and proposals to connect political decisionmaking with societal discurses within a 'chamber of discourses' (Dryzek and Niemeyer, 2008) on the other hand.…”

Section: Concretizing Democratic Corporate Governance: the Case Of Stmentioning

confidence: 99%

Corporate Governance in a Risk Society

Schneider

2013

J Bus Ethics

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Under conditions of growing interconnected-ness of the global economy, more and more stakeholders are exposed to risks and costs resulting from business activities that are neither regulated nor compensated for by means of national governance. The changing distribution of risks poses a threat to the legitimacy of business firms that normally derive their legitimacy from operating in com-pliance with the legal rules of democratic nation states. However, during the process of globalization, the regula-tory power of nation states has been weakened and many production processes have been shifted to states with weak regulatory frameworks where businesses operate outside the reach of the democratic nation state. As a result, business firms have to address the various legitimacy challenges of their operations directly and cannot rely upon the legitimacy of their regulatory environment. These developments challenge the dominant approach to corpo-rate governance that regards shareholders as the only stakeholder group in need of special protection due to risks not covered by contracts and legal regulations. On the basis of these considerations, we argue for a democratization of corporate governance structures in order to compensate for the governance deficits in their regulatory environment and to cope with the changing allocation of risks and costs. By way of democratic involvement of various stakeholders, business firms may be able to mitigate the redistribution of individual risk and address the resulting legitimacy deficits even when operating under conditions of regulatory gaps and governance failure. Corporate governance in a risk society AbstractUnder conditions of growing interconnectedness of the global economy more and more stakeholders are exposed to risks and costs resulting from business activities that are neither regulated nor compensated for by means of national governance. The changing distribution of risks poses a threat to the legitimacy of business firms that normally derive their legitimacy from operating in compliance with the legal rules of democratic nation states. However, during the process of globalization the regulatory power of nation states has been weakened and many production processes have been shifted to states with weak regulatory frameworks where businesses operate outside the reach of the democratic nation state. As a result, business firms have to address the various legitimacy challenges of their operations directly and cannot rely upon the legitimacy of their regulatory environment. These developments challenge the dominant approach to corporate governance that regards shareholders as the only stakeholder group in need of special protection due to risks not covered by contracts and legal regulations. On the basis of these considerations, we argue for a democratization of corporate governance structures in order to compensate for the governance deficits in their regulatory environment and to cope with the changing allocation of risks and costs. By way of democratic involve...

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Reconsidering the Legitimacy and Efficiency of Corporate Strategies: A Case for Organizational Democracy

Schneider

2019

Corporate Social Responsibility and Corporate Change

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Stakeholder democracy: Redesigning the governance of firms and bureaucracies

Cited by 86 publications

References 17 publications

Social enterprise as a socially rational business

Social enterprise as a socially rational business

Corporate Governance in a Risk Society

Reconsidering the Legitimacy and Efficiency of Corporate Strategies: A Case for Organizational Democracy

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