Panorama actual sobre la investigación en economía social y cooperativa en España desde la perspectiva estratégica

Strategic Management can be applied to different sectors since each sector has different characteristics, as is the case with co-operative enterprises and the social economy. Strategic management in co-operative enterprise is necessary at the present time due to the importance of co-operatives in generating stable employment, with a view to improving management systems, preventing financial crises and adapting to changes. The present work is a study of the characterization of strategic management research in co-operative enterprises, with a definition of the conceptual framework and state of the art and an assessment of current status as a research field and main research lines. To this end, an empirical study was performed to review all the literature on co-operative enterprise management in Spain published between 1990 and 2000 inclusive, using different information sources.Strategic management, co-operative enterprise, social economy, research.

Consum, Sociedad Cooperativa Valenciana

Forma part dels materials docents elaborats a partir del PIE Docentic en Economia Social i Cooperatives 2012-2013Anàlisi de l'evolució i situació actual de la cooperativa Consum. Material utilitzat per a l'assignatura de Direcció Estratègica de les empreses de l'Economia Social del Master Universitari en Economia Socia

La docencia en economía social y cooperativas: bases para la innovación educativa en los programas de posgrado europeos

La docencia universitaria en Economía Social y Cooperativas se está consolidando a raíz de los cambios que se dan en el entorno europeo, principalmente en los estudios de postgrado. La Universitat de València, a través del IUDESCOOP, es pionera en la implantación de una titulación de postgrado en este campo, mediante una metodología basada en la enseñanza mixta presencial y a distancia sustentada en el uso de las TIC, con unos fuertes nexos de unión con otras universidades españolas, europeas y latinoamericanas y por las relaciones permanentes que mantiene con profesionales y directivos pertenecientes a estas entidades

Banca ética y banca cooperativa. Un análisis comparativo a través del estudio de Caixa Popular y de Fiare Banca Ética

Social banks now represent an alternative to conventional banking, especially for those customers who demand a socially responsible consumption. Social banking consists of two different types of credit institutions: cooperative banks and ethical banks. The first are active since more than a century through a proximity banking model focused on the territory. The latter have three decades approximately operation, addressing the realization of socially responsible investment (social and environmental projects). In this paper the similarities and differences between the two models of social banking are analyzed by conducting a consistent analysis of cases in a comparative study between the credit union Caixa Popular and the ethical bank Fiare Banca Etica. The analysis concludes that both social banking models are based on a participatory and democratic system in which employees and customers are actively involved in their operation and both contribute to financial inclusion. Instead, the cooperative banking model is a model based on community banking and direct customer relations through bank branches, while the model of ethical banking is based on electronic banking with few branches.Los bancos sociales representan en la actualidad una alternativa a la banca convencional, sobre todo para aquellos clientes que demandan un consumo socialmente responsable. La banca social está formada por dos tipos diferentes de entidades de crédito: los bancos cooperativos y los bancos éticos. Los primeros desarrollan su actividad desde hace ya más de un siglo a través de un modelo de banca de proximidad enfocada al territorio. Los segundos llevan tres décadas aproximadamente de funcionamiento, dirigiéndose a la realización de inversiones socialmente responsables (proyectos sociales y medioambientales). En el presente trabajo se analizan las similitudes y diferencias entre ambos modelos de banca social mediante la realización de un ánalisis de casos consistente en un estudio comparativo entre la cooperativa de crédito Caixa Popular y el banco ético Fiare Banca Ética. Del análisis se concluye que ambos modelos de banca social se basan en un sistema democrático y participativo en el que trabajadores y clientes participan activamente en su funcionamiento y ambos contribuyen a la inclusión financiera. En cambio, el modelo de la banca cooperativa es un modelo de proximidad basado en el trato personalizado y directo al cliente a través de las oficinas bancarias, mientras que el modelo de banca ética está basado en la banca electrónica con escasas sucursales

Inserción Sociolaboral, Economía Social y Desarrollo Local. Estudio empírico sobre la realidad actual del Agente de Empleo y Desarrollo Local en España

The objective of social and vocational integration is directly linked to local development and local employment initiatives, as part of which a number of agents are actively engaged in the integration process, namely employment and local development agents. These agents target their resources and efforts to social and vocational integration, mainly within the framework of local government, and help promote the social economy by supporting the creation of local companies. Given the prominent role that these agents perform in terms of social and vocational integration, this paper represents an empirical study of the current reality of agents of social and vocational integration in Spain, involving the creation and analysis of a national and regional directory of agents. The aim is to demonstrate the enormous complexity of the concept and the significant regional variations in the implementation and performance of this model of local development.Local development, agents of social and vocational integration, social economy, local employment policies, self-employment and company creation.

La Dirección Estratégica en la Economía Social: utilización de herramientas de análisis estratégico en las Cooperativas

Social Economy companies and Cooperatives need to improve their management capacity using strategic tools to increase their efficiency whilst at the same time maintaining their effectiveness. In increasingly competitive markets, these organizations must bring their social objectives into line with their business objectives. The social dimension, which is based on Cooperative Principles and takes the form of employee integration and corporate social responsibility, represents the goal to achieve through the development of their business dimension. This article proposes the need to adopt a strategic model based on the process of Strategic Management that is specifically designed for such companies, paying particular attention to characterizing certain contingent factors: small organizational size, shortage of financial resources and limitations in the professionalisation of management. The proposed model is based on concepts of strategic reflection and the three key elements of deduction, intuition and action, proposing the use of techniques such as SWOT and VRIO analyses.Social Economy, Cooperatives, Strategic Management, Strategic analysis tools, Strategic reflection, SWOT Analysis, VRIO Analysis.

Estratègies Corporatives

Aquests materials han rebut l'ajut i la revisió del Servei de Política Lingüística de la Universitat de ValènciaDocument docent sobre l'assignatura Estratègies Corporatives del grau de Administració i Direcció d'Empreses. Materials teòrics i pràctics de l'assignaturaTeaching document on the subject of Corporate Strategies degree of Administration and Management. Materials theoretical and practical cours

Comportamiento estratégico de las cooperativas agrarias con sección de crédito de la Comunidad Valenciana

Traditionally, agricultural co-operatives have shown a very acute financial need that has not been satisfied by credit entities, especially after their diversification process during the present decade. Therefore, these co-operatives have been forced to find by themselves alternative financial sources through the creation of credit sections and the stablishment of co-operation agreements with agricultural credit banks and credit co-operatives. Moreover, during the last years, credit sections are undergoing an important process of change so an empirical analysis of the strategic behaviour of agricultural co-operatives in their new socioeconomic context is needed. This article identifies the different entrepreneurial aspects that characterize agricultural co-operatives with credit sections in the Valencian Community.Agricultural financing, agricultural co-operatives, credit sections, co-operation agreements, strategies.

Factores clave en la creación y desarrollo de cooperativas. Estudio empírico aplicado a la Comunidad Valenciana

Las empresas cooperativas y de la Economía Social juegan un papel clave en la crisis económica: por una parte porque son empresas más resistentes a la destrucción de empleo y por otra porque su número aumenta durante las fases recesivas. Por este motivo, puede resultar relevante determinar cuáles son los factores que influyen en la creación de este tipo de organizaciones y garantizan su supervivencia a largo plazo. Para ello, en el trabajo se realiza un estudio empírico aplicado a una muestra de cooperativas creadas en la Comunidad Valenciana entre los años 2008 y 2011 (cuatro primeros años de la crisis) con el fin de determinar dichos factores clave a través del uso de la técnica del Perfil estratégico. Los resultados demuestran que este tipo de organizaciones tienen carencias significativas en lo que se refiere a sus habilidades para la capacidad de gestión y de adaptación a los cambios del entorno, en especial en la obtención de financiación y en la profesionalización de su gestión. Por otra parte, sus principales fortalezas son la satisfacción y fidelización de los clientes, la protección del medio ambiente, la mejora de la calidad, la participación de los trabajadores y el clima laboral. Por el contrario, sus principales debilidades son el bajo poder de negociación con sus proveedores, la innovación de los procesos productivos, los niveles de endeudamiento y los costes financieros. Son, por tanto, las áreas de finanzas y de aprovisionamiento las más débiles en las cooperativas, mientras que sus fortalezas residen en sus recursos humanos y en el marketing

Assessing the Effect of the Economy for the Common Good System on Business Performance

Extant literature has pointed to organizational hybridity to lever sustainable business transformation. Moreover, some authors hold that there is a possible trade-off between sustainability and performance. However, there is still little empirical evidence on the impact that such sustainability- driven hybridization systems have on performance. Thus, the present study's main goal is to fill this gap by providing empirical evidence on the impact of the implementation of the Economy for the Common Good, as a sustainability-driven organizational system, on business performance. To do so, the authors relied on a sample of 206 businesses from five European countries. Then, the authors followed a quantitative research approach based on a hierarchical regression analysis that allowed them to test for linear, curvilinear, and moderating effects. The authors found a positive relationship between the implementation of a sustainability-driven hybridization system and firm performance. Besides, they identified some curvilinear effects pointing to the existence of a 'too much of a good thing' effect, along with some moderating effects derived from organizational size