Katherine K. Chen and Victor Tan Chen
This volume explores an expansive array of organizational imaginaries, or understandings of organizational possibilities, with a focus on how collectivist-democratic organizations…
Abstract
This volume explores an expansive array of organizational imaginaries, or understandings of organizational possibilities, with a focus on how collectivist-democratic organizations offer alternatives to conventional for-profit managerial enterprises. These include worker and consumer cooperatives and other enterprises that, to varying degrees, (1) emphasize social values over profit; (2) are owned not by shareholders but by workers, consumers, or other stakeholders; (3) employ democratic forms of managing their operations; and (4) have social ties to the organization based on moral and emotional commitments. The contributors to this volume examine how these enterprises generate solidarity among members, network with other organizations and communities, contend with market pressures, and enhance their larger organizational ecosystems. In this introductory paper, the authors put forward an inclusive organizational typology whose continuums account for four key sources of variation – values, ownership, management, and social relations – and argue that enterprises fall between these two poles of the collectivist-democratic organization and the for-profit managerial enterprise. Drawing from this volume’s empirical studies, the authors situate these market actors within fields of competition and contestation shaped not just by state action and legal frameworks, but also by the presence or absence of social movements, labor unions, and meta-organizations. This typology challenges conventional conceptualizations of for-profit managerial enterprises as ideals or norms, reconnects past models of organizing among marginalized communities with contemporary and future possibilities, and offers activists and entrepreneurs a sense of the wide range of possibilities for building enterprises that differ from dominant models.
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Collectivist organizations like worker cooperatives are known for requiring high levels of participation, striving toward community, and making space for affective relationships…
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Collectivist organizations like worker cooperatives are known for requiring high levels of participation, striving toward community, and making space for affective relationships among their members. The emotional intensity of such organizations has long been considered both an asset and a burden: while personal relationships may generate solidarity and sustain commitment, interpersonal interactions can be emotionally intense and, if left unmanaged, can even lead to organizational demise. How do collectivist-democratic organizations manage emotions to create and sustain member commitment? This study draws on long-term ethnographic fieldwork in a worker-run, worker-recuperated business in Argentina to analyze the emotional dynamics of a democratic workplace. First, the author shows how members of the cooperative engage in emotional labor not only in their customer service, but also through their participation in lateral management and democratic governance. An analysis of individual feeling management, however, provides only a partial picture of emotional dynamics. Drawing on the theory of interaction ritual chains, the author argues that workplace practices like meetings and events can produce collective emotions that are critical to maintaining members’ commitment to the group. Finally, the author shows how interaction ritual chains operate in the BAUEN Cooperative, tracing how symbols of shared affiliation circulate through interactions and are reactivated through the confrontation of a common threat. The author concludes by reflecting on implications for future research on emotions in collectivist organizations and participatory workplaces more broadly.
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Scholarship on alternative organizations and cooperatives has argued that networks and intermediaries foster organizational form stability and protect collectivist-democratic…
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Scholarship on alternative organizations and cooperatives has argued that networks and intermediaries foster organizational form stability and protect collectivist-democratic organizations from rationalization as well as decoupling. This study of field-level organizing among food co-ops in the United States shows that rather than buffering collectivist organizations from conventional market and rationalization pressures, meta-organizations can also serve as a conduit for rationalizing pressures, subjecting vulnerable organizations to what I call quasi-coercive isomorphism. Using interviews of field participants, ethnographic observations of conferences, and content analysis of organizational documents, I examine the formation and impact of National Co+op Grocers, a meta-cooperative created to leverage scale and pool resources among food co-ops. I find that this meta-organization enforced grocery industry-oriented norms of operation, management, and presentation among its member organizations in return for providing mutual liability and economies of scale. This focus on select operationally scalable processes and structures for support generated isomorphic pressures that exposed, rather than sheltered, co-ops, especially smaller, resource-poor ones, from industry standards. The meta-organization thus promoted a sectorized model of more marketized practices for the field’s cooperatives that pushed co-ops to adopt conventional grocery store practices and distanced them from the practices of other cooperative form fields. Moreover, the potential of cooperative form-specific elements for scaling was not realized: collective ownership and democratic governance remained local concerns. These findings suggest that whether meso-level cooperation among cooperatives can support alternative form maintenance is contingent on the structure and scope of the meta-organization and on the perceived scalability of operational and governance elements of the cooperative organizational form.
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Unions and worker cooperatives have long represented distinct approaches to building worker voice. This paper draws from observations of the work of the “Co-op Exploratory…
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Unions and worker cooperatives have long represented distinct approaches to building worker voice. This paper draws from observations of the work of the “Co-op Exploratory Committee” of 1199SEIU, the nation’s largest union local, which is seeking to expand the development of unionized worker cooperatives. Described by Martin Luther King, Jr, as his “favorite” union, 1199SEIU has a storied history of organizing frontline healthcare workers and includes large numbers of women of color and immigrant workers among its membership. Since 2003, it has also represented workers at Cooperative Home Care Associates, the nation’s largest worker cooperative. Drawing from discussions among union officials, co-op leaders, and rank-and-file union members about the potential role of unionized worker cooperatives within the labor movement, the paper examines the creative tension between stakeholder and democratic logics in efforts to expand this model. It argues that continued union decline, heightened interest in economic alternatives, and systemic frailties exposed by Covid-19 may create new opportunities for building unionized worker co-ops at scale.
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Jason Spicer and Christa R. Lee-Chuvala
Alternative enterprises – organizations that operate as a business while still also being driven by a social purpose – are sometimes owned by workers or other stakeholders, rather…
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Alternative enterprises – organizations that operate as a business while still also being driven by a social purpose – are sometimes owned by workers or other stakeholders, rather than shareholders. What role does ownership play in enabling alternative enterprises to prioritize substantively rational organizational values, like environmental sustainability and social equity, over instrumentally rational ones, like profit maximization? We situate this question at the intersection of research on: (1) stakeholder governance and mission drift in both hybrid and collectivist-democratic organizations; and (2) varieties of ownership of enterprise. Though these literatures suggest that ownership affects the ability of alternative enterprises to maintain their social missions, the precise nature of this relationship remains under-theorized. Using the case of a global, social, and environmental values-based banking network, we suggest that alternative ownership is likely a necessary, but not sufficient, condition to combat mission drift in enterprises that have a legal owner. A supermajority of this network’s banks deploy alternative ownership structures; those operating with these structures are disproportionately associated with social movements, which imprint their values onto the banks. We show how alternative ownership acts through specific mechanisms to sustain enterprises’ missions, and we also trace how many of these mechanisms are endogenous to alternative ownership models. Finally, we find that ownership models vary in how well they enable the expression and maintenance of these social values. A ladder of mission-sustaining ownership models exists, whereby the dominance of substantive, non-instrumental values over operations and investment becomes increasingly robust as one moves up the rungs from mission-driven investor ownership to special shareholder and member-ownership models.
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Despite recent advances, neither organizational studies nor the scholarship on economic resilience has systematically addressed how the ecologies of organizations that populate…
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Despite recent advances, neither organizational studies nor the scholarship on economic resilience has systematically addressed how the ecologies of organizations that populate local economies can serve as infrastructures for responding proactively to economic shocks. Using county-level data, this study analyzes relationships between the prevalence of organizational alternatives to shareholder value-oriented (SVO) corporations within a particular locality and its unemployment levels during and after the Great Recession. The results support the hypothesis that the presence of such alternative organizations can enhance the capacities of local economies to resist and recover from recession shocks. Cooperative, municipal, and community-based enterprises, research universities, and nonprofits more generally were associated with greater resistance to the recession shock and stronger recoveries – specifically, lower surges in unemployment rates from 2007 to 2010 and greater reductions in unemployment rates from 2010 to 2016. By contrast, SVO corporations were associated with greater surges in unemployment and perhaps weaker recoveries. Providing a proof of concept, this study opens up new lines of inquiry for organizational studies by linking organizational ecologies to the promotion of collective efficacy and a more broadly shared prosperity in economic life.
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Stéphane Jaumier and Thibault Daudigeos
Past research on collectivist-democratic organizations has attributed their distinctiveness to their socio-political goals and democratic decision-making and largely ignored their…
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Past research on collectivist-democratic organizations has attributed their distinctiveness to their socio-political goals and democratic decision-making and largely ignored their work processes. This ethnographic study examines how such organizations resist alienating forms of work even in the face of direct competition with for-profit companies. It focuses on Scopix, a French cooperative sheet-metal factory where the first author spent one year as a shop-floor worker. Cooperators there developed various practices to retain an emancipatory dimension to their work, regularly putting forward “craft ethics” as a counterweight to the sheet-metal industry’s drive to rationalize work processes. Drawing on the sociology of worth, the authors analyze how these practices emerged from the arrangements that workers made between the industrial world on the one side and the domestic and inspired worlds on the other. This study contributes to the literature into two main ways. First, the authors refine the sociology-of-worth framework by conceptualizing the emancipatory dimension of work as the result of ad hoc arrangements between different worlds. Second, the authors highlight the need for the literature on collectivist-democratic organizations to increase its focus on work, introducing the concept of work degeneration as a step in that direction.
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James M. Mandiberg and Seon Mi Kim
We explore a case example of hybridity between a large worker-owned cooperative and a union through three lenses: organizational forms, multiple institutional logics, and…
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We explore a case example of hybridity between a large worker-owned cooperative and a union through three lenses: organizational forms, multiple institutional logics, and organizational identity. We delineate three types of organizational hybridity: (1) stretching an existing organizational form; (2) creating a new organizational form; and (3) and retaining multiple discrete organizational forms in a common venture. The cooperative–union hybrid shares members from the two contributing organizations, and so can be classified as a matrix sub-form of multi-organizational hybridity. This study describes how the coop-union hybrid manages the multiple logics and identities retained from both contributing organizations. It considers the hazards of combining these logics and identities, and offers some suggestions on how to avoid potential difficulties. Finally, given the complexity and inefficiencies of the matrix form, we explore whether matrix hybridity is a transitional or permanent form in this particular instance of a cooperative–union venture.
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Katherine K. Chen and Siobhán O’Mahony
Although extant theory has illuminated conditions under which organizations mimic each other in form and practice, little research examines how organizations seek to differentiate…
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Although extant theory has illuminated conditions under which organizations mimic each other in form and practice, little research examines how organizations seek to differentiate themselves from conventional forms. Our comparative ethnographic studies examine how the Burning Man and Open Source communities developed organizations to help coordinate the production of an annual temporary arts event and nonproprietary, freely distributed software. Both communities sought to differentiate their organizations from reference groups, but this was not a sufficient condition for sustaining organizational novelty. We found that the ability to pursue a differentiated strategy was moderated by environmental conditions. By exploring the organizing decisions that each community made at two critical boundaries: one defining individuals’ relationship with the organization; the second defining the organization's relationship with the market, we show how organizing practices were recombined from the for-profit and nonprofit sectors in unexpected, novel ways. This comparative research contributes a grounded theoretical explanation of organizational innovation that adjudicates between differentiation and environmental conditions.