Assessing Mondragon: Stability & Managed Change in the Face of Globalization

By drawing on new interview evidence gathered during several field trips and new financial and economic data from both external and internal sources, we document and assess the changing economic importance and performance of the Mondragon group of cooperatives as well as the two largest sectors within the group. Compared to conventional firms in the Basque Country and Spain, and producer co-ops (PCs) and employee owned firms elsewhere, in general we find evidence of growing group importance and strong performance and a similarly strong record for the industrial and retail divisions...employee ownership, producer cooperatives, labor managed firm, productive efficiency, Mondragon

Assessing Mondragon: Stability & Managed Change in the Face of Globalization

By drawing on new interview evidence gathered during several field trips and new financial and economic data from both external and internal sources, we document and assess the changing economic importance and performance of the Mondragon group of cooperatives as well as the two largest sectors within the group. Compared to conventional firms in the Basque Country and Spain, and producer co-ops (PCs) and employee owned firms elsewhere, in general we find evidence of growing group importance and strong performance and a similarly strong record for the industrial and retail divisions...http://deepblue.lib.umich.edu/bitstream/2027.42/133017/1/wp1003.pd

Percepciones de los socios y no socios cooperativistas sobre la satisfacción laboral

Actualmente existe un interés creciente en el ámbito de la organización y gestión de empresas por el desarrollo de la responsabilidad social corporativa (RSC), teniendo en cuenta para ello la necesidad de desarrollar una adecuada gestión de los recursos humanos. Las peculiaridades de las empresas cooperativas proporcionan un marco particular para el análisis de la gestión de los recursos humanos, especialmente en el caso de las cooperativas de trabajo asociado, donde el activo que se pone en común es el trabajo y donde la convivencia de trabajadores socios y no socios puede generar especificidades para la gestión de los recursos humanos. En este trabajo se analizan las percepciones de ambos grupos sobre los determinantes de la satisfacción laboral. La información procede de una encuesta a 250 trabajadores de una cooperativa de gran tamaño. Los resultados evidencian las diferencias en las percepciones de los trabajadores socios y no socios sobre los determinantes de la satisfacción laboral y permiten establecer recomendaciones para favorecer actuaciones encaminadas a su mejora

Perceptions of cooperative mumbers on job satisfactions

Actualmente existe un interés creciente en el ámbito de la organización y gestión de empresas por el desarrollo de la responsabilidad social corporativa (RSC), teniendo en cuenta para ello la necesidad de desarrollar una adecuada gestión de los recursos humanos. Las peculiaridades de las empresas cooperativas proporcionan un marco particular para el análisis de la gestión de los recursos humanos, especialmente en el caso de las cooperativas de trabajo asociado, donde el activo que se pone en común es el trabajo y donde la convivencia de trabajadores socios y no socios puede generar especificidades para la gestión de los recursos humanos. En este trabajo se analizan las percepciones de ambos grupos sobre los determinantes de la satisfacción laboral. La información procede de una encuesta a 250 trabajadores de una cooperativa de gran tamaño. Los resultados evidencian las diferencias en las percepciones de los trabajadores socios y no socios sobre los determinantes de la satisfacción laboral y permiten establecer recomendaciones para favorecer actuaciones encaminadas a su mejora.Nowadays there is an increasing interest in the area of the firm’s management for the development of the social corporate responsibility (SCR) and the need to develop a suitable management of the human resources. Peculiarities of the cooperative companies provide a particular frame for the analysis of management of human resources, specially in case of the cooperatives of work, where work is the assets which is put jointly and where workers and members work together. It will generate specificities for the management of the human resources. In this study we analyze the perceptions of the determinants of job satisfaction of both groups. The information has been provided by a survey to 250 workers of a large cooperative. Our results reveal differences in the perceptions of members and non-members of the cooperative about the determinants of job satisfaction, which allows offering recommendations to favour job satisfaction.Escuela de Estudios CooperativosFac. de Ciencias Económicas y EmpresarialesTRUEpu

PERCEPCIONES DE LOS SOCIOS Y NO SOCIOS COOPERATIVISTAS SOBRE LA SATISFACCIÓN LABORAL / PERCEPTIONS OF COOPERATIVE MEMBERS AND NONMEMBERS ON JOB SATISFACTIONS

Actualmente existe un interés creciente en el ámbito de la organización y gestión de empresas por el desarrollo de la responsabilidad social corporativa (RSC), teniendo en cuenta para ello la necesidad de desarrollar una adecuada gestión de los recursos humanos. Las peculiaridades de las empresas cooperativas proporcionan un marco particular para el análisis de la gestión de los recursos humanos, especialmente en el caso de las cooperativas de trabajo asociado, donde el activo que se pone en común es el trabajo y donde la convivencia de trabajadores socios y no socios puede generar especificidades para la gestión de los recursos humanos. En este trabajo se analizan los determinantes de la satisfacción laboral de ambos grupos. La información procede de una encuesta a 250 trabajadores de una cooperativa de gran tamaño. Los resultados evidencian las diferencias en la determinación de la satisfacción laboral de ambos grupos y permite establecer recomendaciones para favorecer mayores niveles de satisfacción de sus integrantes./Nowadays there is an increasing interest in the area of the firm’s management for the development of the social corporate responsibility (SCR) and the need to develop a suitable management of the human resources. Peculiarities of the cooperative companies provide a particular frame for the analysis of management of human resources, specially in case of the cooperatives of work, where work is the assets which is put jointly and where workers and members work together. It will generate specificities for the management of the human resources. In this study we analyze the determinants of the job satisfaction of both groups. The information has been provided by a survey to 250 workers of a large cooperative. Our results reveal differences in the determinants of job satisfaction in both groups, which allows offering recommendations to favour job satisfaction of their members

The perspective of managers on integrating HR practices to increase organizational performance in SME firms: An analysis of the interaction effect

Purpose: The aim of this paper is to clarify the human resource management (HRM) literature in small-to-medium-sized enterprises (SMEs) by empirically identifying possible combinations of HRM practices from the perspective of managers, and analyzing the relationships among them and with organizational performance in order to identify which combinations are most effective. Design/Methodology/Approach: Using the AMO (Ability- Motivation-Opportunity) framework, we ask whether there are significant interactions between AMO-based HRM bundles and, if so, to what degree and by what means they influence organizational performance. To explore this question, we tested a theoretical model using Partial Least Squares-Structural Equation Modeling (PLS-SEM) techniques and compared the interaction and main effects. The research sample comprises SMEs operating in the Basque Region of Spain. Findings: The study confirms the existence of hierarchies among bundles. The practices most strongly related to the SMEs’ performance lie in the bundle of motivation-enhancing practices. The results indicate that motivation-enhancing practices have a positive effect on organizational performance and when they are combined with ability-enhancing practices this effect grows. Research limitations/implications: The cross-sectional nature of the data means that it is not possible to establish clear causal relationships among the variables studied. It would therefore be beneficial in the future to use longitudinal designs and examine cause-effect over time, as well as use samples from other geographic locations. Practical Implications: High-performance HRM practices in the three Ability-Motivation-Opportunity (AMO) dimensions should not automatically be assumed to be complementary in an SME context, as many managers believe. Our results suggest that managers would be well advised to adopt motivational practices, combining them with training, to improve SMEs’ performance. Originality / value: This is one of the few studies to focus on testing the interaction effects among dimensions of Ability-Motivation-Opportunity-enhancing-practices on SMEs’ organizational performance, as observed by managers. It will encourage SME managers to consider more carefully the possible combinations of AMO dimensions and to focus on those combinations most likely to have positive effects