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ECO-SOC INFO, VOLUME 11, NUMÉRO 11, NOVEMBRE 2016

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TABLE DES MATIÈRES

 

ARTICLES ET MONOGRAPHIES

Periodic articles and publications / Artículos y publicaciónes

Gouvernance et intÉrÊt GÉnÉral

Governance and general interest / Gobernanza y interés general

Governance of Production Co-operatives in Russian Agriculture

Executive Succession Planning: Barriers and Substitutes in Nonprofit Organizations

MODES DE DÉVELOPPEMENT ET DE FINANCEMENT

Modes of development and financing / Modos de desarollo y de financiamiento

Instrumentos alternativos de financiación para las cooperativas españolas

Securities Lending Activities in Mutual Funds and ETFs: Ethical Considerations

Credit Cooperatives in the Aftermath of the Crisis – The Discussion about the Structure of Cooperative Banks after the Banking and Financial Crisis of 1931

Repenser la monnaie. Transformer les territoires, faire société

ÉVALUATION

Evaluation methods / Métodos de evaluación

A Study on Financial Performance in Primary Agriculture Co-operative Bank Ltd in Dharmapuri

S'inspirer du succès des coopératives

Out of the Shadows: Using Value Pluralism to Make Explicit Economic Values in Not-for-Profit Business Strategies

Gestion

Management / Gestión

Strategic Choices at Entry and Relative Survival Advantage of Cooperatives versus Corporations in the US Bio-Ethanol Industry, 1978-2015

La gestion des associations

Cause-related Events: Fulfilling the Objectives of Social Partnerships

Horizontal Mergers with Capital Adjustment: Workers' Cooperatives and the Merger Paradox

Employment Stabilization Inside Firms: An Empirical Investigation of Worker Cooperatives

Changing Organizational Form: Demutualization and the Privatization of Communal Wealth-Australian Credit Union Experience

Competitive Advantage in a Credit Cooperative: The Role of Resources

Innovation sociale

Social innovation / Innovación social

Les coopératives: nouvelles pratiques, nouvelles analyses

Social Innovations in Companies and in Social Economy Enterprises

POLITIQUES PUBLIQUES

Public Policies / Politicas Publicas

Can Nonprofit Enterprises Lead to Better Revenue Conditions in Local Government?

Embedded Government Control and Nonprofit Revenue Growth

CONCEPTS ET DÉFINITIONS

Concepts and definitions / Conceptos y definiciones

Modelling Social Enterprises

L’économie sociale et solidaire en coopérations

Theoretical and Empirical Studies on Cooperatives. Lessons for Cooperatives in South Africa

Autres

Other / Otros

Then we Offer them a New Project’—the Production of Projects in Social Work Conducted by Civil Society in Sweden

Celebrity Endorsement and Involvement With the Social Cause in Nonprofit Organizations

Varia

Guide sur les conditions d’amélioration continue des bonnes pratiques des entreprises de l’ESS

Les coopératives en Europe

APPELS À CONTRIBUTIONS

Calls for contributions / Convocatorias de artículos

ÉVÉNEMENTS À VENIR

Events / Eventos

 

 

ARTICLES ET MONOGRAPHIES

Periodic articles and publications / Artículos y publicaciónes

 

Gouvernance et intÉrÊt GÉnÉral

Governance and general interest / Gobernanza y interés general

 

Governance of Production Co-operatives in Russian Agriculture

Jerker Nilsson, Svetlana Golovina, Sebastian Hess Axel Wolz. Annals of Public and Cooperative economics, volume 87, issue 4, pages 541-562, December 2016.

http://onlinelibrary.wiley.com/doi/10.1111
/apce.12123/abstract?campaign=woletoc

Abstract excerpted from the URL cited above:Many Soviet kolkhozy and sovkhozy were transformed into agricultural production co-operatives, because the farm workers would have had large transaction costs in any other type of organization. These co-operatives still hold a strong market position. This study explores the hypothesis that this market strength could be due to low governance costs, obtained through strong manager power. As managers want the co-operative to survive, they make limited investments in the co-operative and pay low wages. The members, however, do not consider this to be problematic. They appreciate the community within the village, their private plots of land and the co-operative's services. Hence the existence of the co-operatives is not threatened.

 

 

Executive Succession Planning: Barriers and Substitutes in Nonprofit Organizations

Gregory Mckee and Karen Froelich. Annals of Public and Cooperative economics, volume 87, issue 4, pages 587 - 601, December 2016.

http://onlinelibrary.wiley.com/doi/10.1111
/apce.12129/abstract?campaign=woletoc

Abstract excerpted from the URL cited above:Predicted shortages of chief executives combined with growing economic and social significance of the nonprofit sector in an increasingly complex operating environment highlight the need for executive succession planning. Accordingly, our research explores factors that may influence executive succession planning in nonprofit and cooperative forms of organizations. Survey data (N = 242) were analyzed using multiple regression analysis. Results suggest both barriers to and substitutes for executive succession planning that help explain the apparent dearth of succession planning efforts in these organizations. A penchant for continuity was found to be a barrier to such planning, while elements of governance quality and internal development were found to substitute for executive succession planning.”

 

 

MODES DE DÉVELOPPEMENT ET DE FINANCEMENT

Modes of development and financing / Modos de desarollo y de financiamiento

 

Instrumentos alternativos de financiación para las cooperativas españolas

Luis Ángel Sanchez Pachón. REVESCO. Revista de Estudios Cooperativos, volume 122, July 2016.

http://revistas.ucm.es/index.php/REVE/article/view/52023

Resumen proveniente del artículo: La búsqueda de financiación constituye un quehacer permanente de la empresa, que se agudiza, particularmente, en los momentos de crisis económica y afecta, también, a las cooperativas. La legislación cooperativa pone a disposición de estas entidades diversos instrumentos de financiación externa a través de la emisión de valores (obligaciones; títulos participativos; participaciones especiales), a ellos se añaden las cuentas en participación, aunque sin mucho detalle en los textos legales. En el trabajo indagamos sus posibilidades, fijándonos, especialmente, en esas últimas; buscamos clarificar su régimen jurídico y contrastar sus potencialidades como un instrumento técnico, alternativo, para la financiación en el ámbito de las sociedades cooperativas. En fin, vemos también la incidencia de la reciente Ley 5/2015, de fomento de la financiación empresarial, en el sector del cooperativo y terminamos proponiendo algunas adaptaciones normativas.”

 

Securities Lending Activities in Mutual Funds and ETFs: Ethical Considerations

Lee M. Dunham, Randy Jorgensen and Ken Washer. Journal of Business Ethics, volume 139, issue 1, pages 21-28, November 2016.

http://link.springer.com/article/10.1007/
s10551-015-2609-1?wt_mc=alerts.TOCjournals

Abstract excerpted from the URL cited above:Securities lending has been a lucrative business for mutual funds and exchange-traded funds (ETFs) over the past decade. Unfortunately for investors, the sponsors of these funds have not been very transparent with the details of their securities lending programs, and consequently most investors in these funds are unaware of their exposure to the risks inherent in securities lending. Interestingly, most funds do not return the full profits from securities lending activities to their investors. In this paper, we examine and discuss the ethical considerations related to the securities lending activities of mutual funds and ETFs and offer a series of best practices that we believe will provide better transparency of these activities to fund investors.”

 

Credit Cooperatives in the Aftermath of the Crisis – The Discussion about the Structure of Cooperative Banks after the Banking and Financial Crisis of 1931

Harald Wixforth, Bankhistorisches Archiv, volume 40, issue 1-2, pages 52-74, October 2016.

http://www.ingentaconnect.com/content/fsv
/bha/2016/00000040/F0020001/art00004

Abstract excerpted from the URL cited above:Like other sectors of the German banking system, the credit cooperatives were severely affected by the German financial crisis of summer 1931. As a result, a lively discussion started on the future structure and business of the cooperatives. One of the most prominent representatives of this sector, Hans Helferich from the management board of the Preußische Central-Genossenschaftskasse, tried to (promote his plans for the future structure of the credit cooperatives among economists and politicians. Other cooperatives also put forward their own plans. All of these were discussed at the ,Bankenenquete', which started its work in spring 1933. The discussions surprisingly failed to provide any substantial results and the plans to reorganize the structure of credit cooperatives failed completely.”

 

Repenser la monnaie. Transformer les territoires, faire société

Marie FARE. Édition Charles Léopold Mayer, 114 pages, Octobre 2016.

http://www.eclm.fr/ouvrage-380.html

Résumé issu du l’URL ci-haut: «Monnaies locales citoyennes en France, LETS au Canada et en Grande-Bretagne, banques de temps en Italie et en Grande-Bretagne, Accorderie au Québec, Ithaca Hour aux États-Unis, Chiemgauer en Allemagne, banques communautaires de développement au Brésil, il existe aujourd’hui pas moins de 5 000 monnaies sociales et complémentaires dans plus de 50 pays de par le monde. Si ces monnaies émergent dans des contextes de vulnérabilité, voire de crise économique, sociale ou environnementale, elles parviennent parfois à durer et à se faire reconnaître par les autorités politiques locales qui voient dans leur usage un moyen de soutenir une certaine dynamique de développement territorial. L’auteure explore dans cet ouvrage les possibilités offertes par ces monnaies, qui permettent de doter les territoires d’une richesse, et qui sont aussi le symbole de la réappropriation d’un droit kidnappé par les autorités économiques. La monnaie est et doit rester un commun, mis au service d’un développement territorial durable.»

 

 

ÉVALUATION

Evaluation methods / Métodos de evaluación

 

A Study on Financial Performance in Primary Agriculture Co-operative Bank Ltd in Dharmapuri

R. Venkatesh, N. Gnanammal. Journal for Studies on Management and Planning, volume 2, issue 7, July 2016.

https://edupediapublications.org/journals
/index.php/JSMaP/article/view/4789

Abstract excerpted from the URL cited above: “The Economic, social and cultural development of any country mostly depends upon the human resource it has. Banks are basically human organizations. The efficiency of the banks can be achieved when the personal growth and well being of the agricultural co-operative banking for the structure of the bank.”

 

S'inspirer du succès des coopératives

Jean-François Draperi et Cécile Le Corroller (Dir.) Éditions Dunod, 202 pages, Novembre 2016.

http://www.dunod.com/entreprise-economie/
autres-ouvrages-deconomie-gestion-et-management
/sinspirer-du-succes-des-cooperatives

Résumé issu du l’URL ci-haut: « Ce livre présente des entreprises qui visent à travers la réussite économique, le bien-être d’un territoire, d'une région, d'un pays, d'une vallée ou d'un quartier. Ces coopératives ne sont pas des sociétés de capitaux, mais des groupements de personnes. Le pouvoir n’y est pas détenu par des actionnaires mais par les sociétaires, selon le principe démocratique « une personne, une voix ». Elles ne visent pas la rémunération d’un capital placé, mais la satisfaction des besoins et attentes de leurs membres. Pour autant, elles se situent sur des marchés concurrentiels et doivent faire la preuve de leur équilibre économique. Comment réussissent-elles à conjuguer leur but avec cet impératif ? Finalité sociale et finalité économiques sont-elles en tension ou au contraire se soutiennent-elles réciproquement ? »

 

Out of the Shadows: Using Value Pluralism to Make Explicit Economic Values in Not-for-Profit Business Strategies

Jenny Green and Bronwen Dalton. Journal of Business Ethics, volume 139, issue 2, pages 299 - 312, November 2016.

http://link.springer.com/article/10.1007/s1055
1-015-2618-0?wt_mc=alerts.TOCjournals

Abstract excerpted from the URL cited above:In the last decade, Australian federal and state governments’ commitment to the economic rationalist imperatives of performance measures, accountability for outcomes, and value-for-money has driven significant change in the Australian not-for-profit community services sector. In an environment shaped by neoliberal-inspired government policies and a renewed government commitment to austerity, Australian not-for-profit community service organizations are now, more than ever, actively engaged in a variety of income-generating strategies to achieve and/or maintain economic sustainability. Central to this process is meeting the dual challenge of succeeding financially in a competitive environment and simultaneously serving mission. In this context, it is time to more closely examine the impact of these challenges, in particular the implications for the organizational values of not-for-profit community service providers themselves. This paper reports on a qualitative study of fourteen not-for-profit community service organizations, their core purposes, and their strategies for economic sustainability. In addition to the new data presented here, this paper contributes to the broader theoretical framework—the lens of value pluralism, which, we argue, provides a sharper focus on the relationship between mission and margin.”

 

 

Gestion

Management / Gestión

 

Strategic Choices at Entry and Relative Survival Advantage of Cooperatives versus Corporations in the US Bio-Ethanol Industry, 1978-2015

Christophe Boone and Serden Özcan. Journal of Management Studies, volume 53, issue 7, pages 1113–1140, November 2016.

http://onlinelibrary.wiley.com/doi/10.1111/
joms.12168/abstract?campaign=woletoc

Abstract excerpted from the URL cited above:The sustainability of cooperatives versus corporations is hotly contested. We propose that strategic choices at entry can help to explain the endurance of these two governance modes. We hypothesize that cooperatives have a survival advantage if their major drawback – high coordination costs – is curbed by high levels of member engagement at founding. Our analysis of survival rates in the US bio-ethanol industry shows that cooperatives outlive corporations (1) if investment size at founding is large (strong financial engagement), (2) if they enter de novo instead of de alio (strong product-market engagement) and (3) if the cooperative venture has been carefully planned from the start (greenfield entry) instead of built upon the acquisition of an existing plant (strong venture-building engagement). These findings caution against the view that a particular mode of governance is superior or inferior to another in all circumstances.”

 

La gestion des associations

Julien Bernet, Philippe Eynaud, Olivier Maurel, Corinne Vercher-Chaptal. Édition ÉRÈS, novembre 2016.

http://www.editions-eres.com/ouvrage
/3787/la-gestion-des-associations

Résumé issu du l’URL ci-haut: « Dans le prolongement de la gouvernance des associations (érès), cet ouvrage ouvre un espace de réflexion et de débat plus que nécessaire étant donné l’ampleur des mutations que connaissent les associations. A partir d’études de cas approfondies menées dans différents milieux, il révèle les limites d’une gestion formelle héritée de la gestion d’entreprise. En effet, le rôle des associations dans la société invite à s’interroger sur la production de sens et donc autant sur le pourquoi que sur le comment. Les auteurs plaident pour une gestion plurielle des associations dont les caractéristiques ne sont ni celles du service public, ni celles du secteur marchand. Ils proposent trois clés d’entrée pour l’orienter : le projet, l’organisation et l’action. Cette grille de lecture de la vie associative ouvre des voies possibles pour comprendre, agir et mettre en cohérence son fonctionnement avec les valeurs du projet associatif. Au-delà des associations, les questions posées par les auteurs renvoient au périmètre plus large de l’économie sociale et solidaire. »

 

Cause-related Events: Fulfilling the Objectives of Social Partnerships

Amy Lyes, Nitha Palakshappa and Sandy Bulmer. International Journal of Nonprofit and Voluntary Sector Marketing, volume 21, issue 4, pages 286-301, November 2016.

http://onlinelibrary.wiley.com/doi/10.1002/nvsm.1561/abstract

Abstract excerpted from the URL cited above:Cause-related events are growing in frequency and popularity. These events enable corporates and not-for-profit organisations to collaborate for mutual benefit, within the strategic framework of a social partnership. However, while anecdotal evidence indicates that millions of dollars are invested in events, less is known about how the strategic objectives of social partnerships are achieved via cause-related events. We present the findings of an ethnographic study of two social partnerships and contribute insights into how and why events help them achieve their strategic objectives. Case analysis data reveals that the fit between events and partnerships; the people, teams, and relationships; and collaboration of resources all contribute to generating competitive advantage and value. We discuss the managerial implications for those collaborating to organise a cause-related event.

Horizontal Mergers with Capital Adjustment: Workers' Cooperatives and the Merger Paradox

Flavio Delbono and Luca Lambertini. Annals of Public and Cooperative economics, volume 87, issue 4, pages 529-539, December 2016.

http://onlinelibrary.wiley.com/doi/10.1111
/apce.12125/abstract?campaign=woletoc

Abstract excerpted from the URL cited above:We study the incentives towards horizontal merger among firms when the amount of capital is the strategic variable. We focus on workers' cooperatives, but our conclusions apply also to employment-constrained profit maximizers. Within a simple oligopoly model, we prove that the horizontal merger, for any merger size, is: (i) privately efficient for insiders as well as for outsiders; (ii) socially efficient if market size is large enough, even in the case of merger to monopoly.”

 

Employment Stabilization Inside Firms: An Empirical Investigation of Worker Cooperatives

Cecilia Navarra. Annals of Public and Cooperative economics, volume 87, issue 4
December 2016, pages 563 - 585, December 2016.

http://onlinelibrary.wiley.com/doi/10.1111
/apce.12124/abstract?campaign=woletoc

Abstract excerpted from the URL cited above:There is evidence that worker cooperatives provide a greater stabilization of employment compared to capital-managed firms. While the reasons of this behaviour can be ascribed to their property and governance structure, less is known of the tools to put it into practice. I discuss two possible ways to guarantee employment insurance: by letting wages fluctuate or by accumulating reinvested profits into an income stabilizing fund that copes with downturns without firing and without reducing wages. In this second case, I find out that asset locks play a wage smoothing role. This may explain the large share of profits that are reinvested in this indivisible and not appropriable fund. I provide evidence for this mechanism by means of original data at the firm level and of first-hand collected survey data at the individual level on risk perception in a sample of Italian cooperatives.”

 

Changing Organizational Form: Demutualization and the Privatization of Communal Wealth-Australian Credit Union Experience

Kevin Davis. Annals of Public and Cooperative Economics, volume 87, issue 4, pages 603-621, December 2016.

http://onlinelibrary.wiley.com/doi/10.1111/apce.12128/abstract

Abstract excerpted from the URL cited above: Recent decades have seen substantial demutualization of financial institutions around the world, involving the conversion of accumulated communally owned wealth into private wealth. Whether driven by a quest for a more efficient organizational structure or by wealth expropriation incentives, different methods of demutualization have different implications for wealth allocation among current members and transfers of wealth to outsiders. While credit union sectors internationally have, to date, experienced few demutualizations, there are increasing incentives for such organizational change. Three alternative demutualization strategies (share issue to members plus an external capital raising, liquidation and cash distribution to members (a quasi-demutualization), and merger with a listed company) recently used by Australian credit unions are analysed to highlight wealth implications, survival risks for the mutual form and potential problems arising in the demutualization process.”

 

Competitive Advantage in a Credit Cooperative: The Role of Resources

Simone Sehnem, Darlan Roman, Alyne Sehnem and Nelson Santos Machado, International Business Management, volume 10 issue 15, pages 2768 - 2779, 2016.

http://www.medwelljournals.com/abstract/?doi=ibm.2016.2768.2779

Abstract excerpted from the URL cited above:The study aims to reveal insights into the contribution of the resource-based view to the analysis of competitive advantage. The study employs a VRIO (valuable, rare, inimitable and organizational) model for the theoretical conception of constructs related to the resource-based view and competitive advantage. A case study was undertaken in a credit union, incorporating interviews at two levels of organizational management strategic and tactical as well as a questionnaire administered with two managers to identify relevant resources and a review of secondary data consisting of company documents. The study found that only one resource may be considered a generator of sustainable competitive advantage: human capital training. This was considered by the three sources to be valuable, rare, costly to imitate and exploited by the company. Two types of physical capital resources were considered to be generators of temporary competitive advantage: financial capacity and location. These appear in at least two sources, defined as rare and valuable and expensive to copy. Therefore, the organization gains a competitive edge guided by limited resources, namely human and physical capital. These findings provide important insights for the development of further studies, systematizing the resource-based view in a research agenda. This research has implications for academics, practitioners and policy makers. Explains the strategic assets that generate competitive advantage and which are essential for the survival of the company. The realization of the value of human resources for the company studied, emphasizes the importance and necessity of ensuring the satisfaction of the people and investing in training for obtaining sustainable competitive advantage. The study seeks to build and extend the existing state of research on the resource-based view and provides insights useful for its development.”

 

Corporate Rebranding: An Employee-Focused Nonprofit Case Study
Paul Chad. Journal of Nonprofit  and Public Sector Marketing, volume 28, issue 4, December 2016.

http://www.tandfonline.com/doi/full/10.
1080/10495142.2016.1237923

Abstract excerpted from the URL cited above:The purpose of this paper was to examine the process by which a nonprofit organization conducted corporate rebranding and to assess the relevance of the principles of corporate rebranding originally developed by Merrilees and Miller (2008) in relation to for-profit organizations. A community-owned nonprofit organization that recently introduced corporate rebranding was examined. Semi structured in-depth interviews with employees from all organizational levels explored the rebranding process and employee feelings toward the process. Findings revealed that, while ultimately successful, rebranding did not progress smoothly. Problems related to initial management attempts to utilize minimal external expertise and to low levels of employee involvement and buy in. Findings suggest that all six principles of corporate rebranding proposed by Merrilees and Miller (2008) should be used by management as a guide to increase efficiency of the rebranding process and extends these principles to a nonprofit context. The paper also pioneers examination of corporate rebranding from a change management perspective.”